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      • November 2007
      • Case

      Differences at Work: Emily (A)

      By: Sandra J. Sucher and Rachel Gordon
      In Differences at Work: Emily (A) HBS Case No. 9-408-014 Emily, a private equity analyst, reads disturbing, sexually focused emails written about her by work colleagues and acquaintances after they all attended a work-related social event. Emily debates what she should... View Details
      Keywords: Moral Sensibility; Behavior; Decision Choices and Conditions; Organizational Culture; Problems and Challenges; Gender
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      Sucher, Sandra J., and Rachel Gordon. "Differences at Work: Emily (A)." Harvard Business School Case 408-014, November 2007.
      • November 2007
      • Supplement

      Differences at Work: Emily (B)

      By: Sandra J. Sucher and Rachel Gordon
      In Differences at Work: Emily (B) HBS Case No. 9-408-046 Emily considers whether to file a formal complaint with her Human Resources department about the emails but ultimately decides to confront the culprits herself, beginning by sending an email to one of her... View Details
      Keywords: Working Conditions; Interpersonal Communication; Employees; Conflict and Resolution; Communication
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      Sucher, Sandra J., and Rachel Gordon. "Differences at Work: Emily (B)." Harvard Business School Supplement 408-046, November 2007.
      • November 2007
      • Supplement

      Differences at Work: Emily (C)

      By: Sandra J. Sucher and Rachel Gordon
      In Differences at Work: Emily (C) HBS Case No. 9-408-047 describes how the original email author apologizes to her acknowledging that his behavior was extremely inappropriate. While Emily accepts the apology, she still forwards the email on to her boss with a note... View Details
      Keywords: Behavior; Working Conditions; Employees; Interpersonal Communication; Resignation and Termination
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      Sucher, Sandra J., and Rachel Gordon. "Differences at Work: Emily (C)." Harvard Business School Supplement 408-047, November 2007.
      • November 2007
      • Supplement

      Differences at Work: Allie (B)

      By: Sandra J. Sucher and Rachel Gordon
      In Differences at Work: Allie (B) HBS Case No. 9-408-055 Allie and her colleague initially refuse to go but when her boss makes a scene they reluctantly agree to accompany him to the beach despite his inappropriate behavior. Later back at company headquarters they tell... View Details
      Keywords: Ethics; Working Conditions; Rank and Position; Power and Influence
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      Sucher, Sandra J., and Rachel Gordon. "Differences at Work: Allie (B)." Harvard Business School Supplement 408-055, November 2007.
      • November 2007
      • Supplement

      Differences at Work: Allie (C)

      By: Sandra J. Sucher and Rachel Gordon
      In Differences at Work: (C) HBS Case No. 9-408-056 Allie decides not to pursue a sexual harassment charge and instead remedies the situation by transferring to the marketing division in her company. She reflects on how powerless the situation made her feel and how it... View Details
      Keywords: Emotions; Ethics; Working Conditions; Rank and Position; Power and Influence
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      Sucher, Sandra J., and Rachel Gordon. "Differences at Work: Allie (C)." Harvard Business School Supplement 408-056, November 2007.
      • November 2007
      • Supplement

      Differences at Work: Ben (C)

      By: Sandra J. Sucher and Rachel Gordon
      In Differences at Work: Ben (C) 9-408-044 Ben shares the remark with his bosses who let Ben decide whether to report the incident to Human Resources. He decides not to, but several years later he still regrets his inaction. View Details
      Keywords: Decision Choices and Conditions; Employees; Working Conditions
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      Sucher, Sandra J., and Rachel Gordon. "Differences at Work: Ben (C)." Harvard Business School Supplement 408-044, November 2007.
      • November 2007
      • Supplement

      Differences at Work: Sam (B)

      By: Sandra J. Sucher and Rachel Gordon
      In Differences at Work: Sam (B) HBS Case No. 9-408-054 Sam receives an informal apology from Human Resources which leaves Sam feeling unsatisfied as it is not an official company response. Sam leaves the company for unrelated reasons shortly thereafter but still... View Details
      Keywords: Working Conditions; Human Resources; Social Psychology; Conflict and Resolution; Resignation and Termination; Employees; Policy
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      Sucher, Sandra J., and Rachel Gordon. "Differences at Work: Sam (B)." Harvard Business School Supplement 408-054, November 2007.
      • 2007
      • Chapter

      Disrupting Gender, Revising Leadership

      By: D. E. Meyerson, R. Ely and Laura Wernick
      In this chapter, we present a case study of men on two off-shore oil platforms—a workplace that has traditionally rewarded men for their masculine displays of bravado and their interactions centered on proving masculinity—in which such displays and interactions were... View Details
      Keywords: Organizational Change and Adaptation; Safety; Leadership; Interpersonal Communication; Practice; Gender; Business Processes; Energy Industry
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      Meyerson, D. E., R. Ely, and Laura Wernick. "Disrupting Gender, Revising Leadership." In Women and Leadership: The State of Play and Strategies for Change, edited by D. Rhode and B. Kellerman. Warren Bennis book. Jossey-Bass, 2007.
      • December 2006 (Revised April 2014)
      • Case

      J. R. D. Tata

      By: Nitin Nohria, Anthony Mayo and Mark Benson
      J.R.D Tata, Chairman of the Indian conglomerate Tata & Sons, played a significant role in building India's economic infrastructure. Under his guidance, Tata & Sons built locomotives, steel refineries, airlines, chemical plants, and technology-based enterprises.... View Details
      Keywords: Family Business; Development Economics; Working Conditions; Leadership; Infrastructure; Personal Development and Career; Business and Government Relations; India
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      Nohria, Nitin, Anthony Mayo, and Mark Benson. "J. R. D. Tata." Harvard Business School Case 407-061, December 2006. (Revised April 2014.)
      • 2005
      • Working Paper

      Silent Saboteurs: How Implicit Theories of Voice Inhibit the Upward Flow of Knowledge in Organizations

      By: James R. Detert and Amy C. Edmondson
      This article examines, in a series of three studies, how people working in organizational hierarchies wrestle with the challenge of upward voice. We first undertook in-depth exploratory research in a knowledge-intensive multinational corporation in which employee input... View Details
      Keywords: Prejudice and Bias; Working Conditions; Knowledge Management; Attitudes; Organizational Culture
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      Detert, James R., and Amy C. Edmondson. "Silent Saboteurs: How Implicit Theories of Voice Inhibit the Upward Flow of Knowledge in Organizations." Harvard Business School Working Paper, No. 06-024, December 2005. (Revised October 2006, December 2008.)
      • 2005
      • Chapter

      Explaining Psychological Safety in Innovation Teams

      By: A. Edmondson and Josephine Pichanick Mogelof
      Keywords: Groups and Teams; Safety; Innovation and Management; Working Conditions; Social Psychology
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      Edmondson, A., and Josephine Pichanick Mogelof. "Explaining Psychological Safety in Innovation Teams." In Creativity and Innovation in Organizational Teams, edited by L. Thompson and H. Choi, 109–136. Lawrence Erlbaum Associates, 2005.
      • August 2005 (Revised August 2006)
      • Case

      PalmSource 2005

      By: David B. Yoffie and Barbara Mack
      PalmSource is facing stiff competition from handheld, wireless handheld, and smart phone vendors in 2005. In addition, changes in leadership and corporate structure have altered its relationship with its leading customer--PalmOne. Although Palm renews its license with... View Details
      Keywords: Competition; Innovation Strategy; Alliances; Software; Market Participation; Wireless Technology; Trends; Working Conditions; Change Management; Information Technology Industry; United States
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      Yoffie, David B., and Barbara Mack. "PalmSource 2005." Harvard Business School Case 706-420, August 2005. (Revised August 2006.)
      • July 2005 (Revised December 2006)
      • Case

      Japan: Deficits, Demography, and Deflation

      By: Richard H.K. Vietor
      By 2005, Japan's debt had risen to 163% of GDP. For more than a decade, the government had run huge deficits, trying unsuccessfully to stimulate economic growth. Interest rates, meanwhile, had been zero for years. But with slow growth and banks in crisis, nothing had... View Details
      Keywords: Economy; Economic Growth; Demographics; Financial Condition; Inflation and Deflation; Banks and Banking; Borrowing and Debt; Macroeconomics; Policy; Government and Politics; Welfare; Health Care and Treatment; Japan
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      Vietor, Richard H.K. "Japan: Deficits, Demography, and Deflation." Harvard Business School Case 706-004, July 2005. (Revised December 2006.)
      • January 2005 (Revised August 2006)
      • Case

      Lean Forward Media

      By: Teresa M. Amabile and Victoria Winston
      Jeff Norton and Michelle Crames, the co-founders of Lean Forward Media, face several options for producing the world's first interactive DVD film for children. Their vision is to build a company whose products simultaneously entertain children, engage them actively in... View Details
      Keywords: Decision Choices and Conditions; Early Childhood Education; Games, Gaming, and Gambling; Entrepreneurship; Venture Capital; Management Practices and Processes; Risk Management; Partners and Partnerships; Opportunities; Creativity
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      Amabile, Teresa M., and Victoria Winston. "Lean Forward Media." Harvard Business School Case 805-063, January 2005. (Revised August 2006.)
      • December 2004 (Revised April 2006)
      • Case

      Managing Diversity at Spencer Owens & Co.

      By: Robin J. Ely and Ingrid Vargas
      Spencer Owens & Co, a disguised consulting firm, focuses on domestic and international economic development. As an extension of the firm's commitment to social justice, 20 years ago, Spencer Owens management introduced an affirmative action hiring and promotion... View Details
      Keywords: Working Conditions; Selection and Staffing; Development Economics; Corporate Social Responsibility and Impact; Employees; Diversity; Cross-Cultural and Cross-Border Issues; Consulting Industry
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      Ely, Robin J., and Ingrid Vargas. "Managing Diversity at Spencer Owens & Co." Harvard Business School Case 405-048, December 2004. (Revised April 2006.)
      • September 2004
      • Article

      Trust in Agency

      By: Ramon Casadesus-Masanell
      Existing models of the principal-agent relationship assume the agent works only under extrinsic incentives. However, many observed agency contracts take the form of a fixed payment. For such contracts to succeed, the principal must trust the agent to work in the... View Details
      Keywords: Trust; Agency Theory; Relationships; Behavior; Motivation and Incentives; Contracts; Business Model; Emotions; Forecasting and Prediction; Ethics; Standards; Risk and Uncertainty
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      Casadesus-Masanell, Ramon. "Trust in Agency." Journal of Economics & Management Strategy 13, no. 3 (September 2004): 375–404.
      • February 2004 (Revised April 2005)
      • Exercise

      Necessary Evils: A Diagnostic Exercise

      By: Joshua D. Margolis and Andrew Molinsky
      Central to the work of leaders and professionals are tasks that entail harming one party to deliver benefits or advance valued and worthy goals. Sometimes a person must, as part of his or her job, perform an act that causes emotional, material, or physical harm to... View Details
      Keywords: Decision Choices and Conditions; Leadership; Problems and Challenges; Ethics; Management Skills
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      Margolis, Joshua D., and Andrew Molinsky. "Necessary Evils: A Diagnostic Exercise." Harvard Business School Exercise 404-027, February 2004. (Revised April 2005.)
      • February 2004
      • Article

      Leader Behaviors and the Work Environment for Creativity: Perceived Leader Support

      By: Teresa M. Amabile, Elizabeth A. Schatzel, Giovanni B. Moneta and Steven J. Kramer
      This exploratory study investigated leader behaviors related to perceived leader support, encompassing both instrumental and socioemotional support. The study first established that leader support, proposed to be a key feature of the work environment for creativity,... View Details
      Keywords: Creativity; Leadership; Behavior; Working Conditions; Perception; Performance
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      Amabile, Teresa M., Elizabeth A. Schatzel, Giovanni B. Moneta, and Steven J. Kramer. "Leader Behaviors and the Work Environment for Creativity: Perceived Leader Support." Leadership Quarterly 15, no. 1 (February 2004): 5–32.
      • September 2003
      • Module Note

      Managing the Competing Goals of Work and Life

      By: Leslie A. Perlow
      Outlines how instructors can facilitate discussion within the Managing the Competing Goals of Work and Life module to encourage students to begin a process of self-assessment that focuses on personal values, career development needs, and workplace culture. View Details
      Keywords: Working Conditions; Goals and Objectives; Organizational Culture; Work-Life Balance; Value
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      Perlow, Leslie A. "Managing the Competing Goals of Work and Life." Harvard Business School Module Note 404-063, September 2003.
      • September 2003 (Revised October 2003)
      • Teaching Note

      Work Patterns at Ditto (TN) (A), (B), (C), and (D)

      By: Leslie A. Perlow
      Teaching Note to (9-404-055), (9-404-056), (9-404-057), and (9-404-058). View Details
      Keywords: Product Development; Behavior; Decision Choices and Conditions
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      Perlow, Leslie A. "Work Patterns at Ditto (TN) (A), (B), (C), and (D)." Harvard Business School Teaching Note 404-059, September 2003. (Revised October 2003.)
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